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					2.         Money and Tools for it's
             management
   Introduction to accounting
     –   Profit and Loss
     –   Cash flow
     –   Balance Sheet
     –   Budgets
   Sources of finance
   Stocks, Shares, Futures and Options
                Introduction to
                accounting
   Why have accounts?
    – Instruments on the dashboard of the company
    – To control, you must first measure
    – Statutory duty

    – DO THE BUDGET
    – COMPARE WITH REALITY
        Legal requirements;

   Keep proper books of account
   Annual audit
   Solvency
                   Double entry
   TERMS “Debits and Credits”
     – Debit: to receive. Income Owed to the company
     – Credit: to give. Outgoings. Owed by the company
   Ledgers and balances
   Accountancy programs e.g. Sage


     Date    Description      Amount   Date    Description   Amount




            DEBIT SIDE                        CREDIT SIDE
Interlinking of Accounts

            Trade and          Sales and
            other              other
            Debtors            income



  Capital
                               Stock
              Cash and
                               and
              Bank Balances
                               assets
Drawings



             Trade and
             other            Purchases
             creditors
                              Accounts

                                     Profit & Loss Account
   Debit                                         Credit
Cost of Goods Sold (all goods for resale         Sales (invoices raised etc)
   minus any stock left at the time)
Expenses (all the costs including wages)
Profit (always a balancing figure)

                                    Balance Sheet
    Debit                                                     Credit
Fixed Assets (eg Computer, Car)                  Creditors (people you owe money)
Debtors (people who owe you money)               Loans (banks you owe money)
Stock (goods for resale)                         Capital (the money you put in)
Bank (assuming a positive balance)               Retained Profit (the profit made so far)
           Account Example 1

   Open a bank account with £1,000 to start your
    business
     – Debit:     Bank £1,000
     – Credit:    Capital £1,000
   Go to market and write a £600 cheque for some
    Mushrooms
     – Debit:      Stock £600
     – Credit:     Bank £600 [We could say Debit: Bank -£600 but
       instead we copy what real Accountants do with minus numbers
       and change Debit to Credit]
     – Quick check on the bank – We put £1,000 in and spent £600
       leaves £400. In accounting speak Debit £1,000 then Credit £600
       leaves a Debit of £400
             Account Example 2
   Door to door we sell half the Mushrooms for £700 which we
    pay into the bank
     –   Debit:     Cost of Goods Sold £300 (half of £600)
     –   Credit:    Stock £300 (reducing stock for what we sold)
     –   Debit:     Bank £700
     –   Credit:    Sales £700
   We can then do some accounts:
     –              Profit & Loss Account
     – Cost of Goods Sold     £300                 Sales             £700
     – Profit (=balance)      £400                                   ____
     –                        £700                                   £700

     –                        Balance Sheet
     – Stock                  £300                 Capital           £1,000
     – Bank                   £1,100               Retained Profit   £400
     –                        £1,400                                 £1,400
                        Accounts 3
   . The mushrooms are looking old – We sell the remainder to a
    caterer for £350
     –   Debit:      Cost of Goods Sold £300 (being the rest of the stock)
     –   Credit:     Stock £300
     –   Debit:      Bank £350
     –   Credit:     Sales £350
   Now our accounts look like this:
     –                         Profit & Loss Account
     –   Cost of Goods Sold    £600                Sales                     £1,050
     –   Profit (=balance)     £450
     –                         Balance Sheet
     –   Stock                 £0                  Capital                   £1,000
     –   Bank                  £1,450              Retained Profit           £450
     –                         £1,1450
           £1,450
    Principles of Accounting 1

   Boundaries
     –   Entity
     –   Periodicity
     –   Going concern
     –   Quantative
   Ethics
     – Prudence - if in doubt, understate profts, overstate
       losses
     – Consistent - use the same rules thoughout
     – Objective - avoid personal preference
     – Relevance “True and fair”
                  Principles 2

   Measurement
    –   Money
    –   Consistent cost basis
    –   Realisation
    –   Consistent time basis
    –   Double entry
    –   Materiality
      Measurement of Profit

   Profit and loss account
     – Entries at invoice date
   Balance Sheet
     – Value of the company


   Cash Flow
   Vital for small companies
   Working capital statement
     – If you run out of cash you won’t make the profit!!
           Example P&L Budget
    Example
v   Profit and
    Loss
    Budget


    Month           1        2       3        4        5       6       7      12 Total
    Income
                 30000            30000                     30000           10000   100000

    Expenditu
    re

    Program
    mers         5000     5000    5000     5000     5000    5000                     30000
    Overhead
    s            5000     5000    5000     5000     5000    5000                     30000
    Total
    costs        10000   10000    10000   10000    10000    10000      0       0     60000



    Profit in
    the month    20000   -10000   20000   -10000   -10000   20000      0    10000    40000
    Profit to
    date         20000   10000    30000   20000    10000    30000   30000   40000    40000
            Example Cashflow
Example
Cash flow
Budget


Month          1        2       3        4       5        6       7       8      12 Total
Income
                             30000            30000                    30000   10000   100000

Expenditu
re

Program
mers        5000     5000    5000     5000    5000     5000                            30000
Overhead
s                    5000    5000     5000    5000     5000    5000                    30000
Total
costs       5000    10000    10000   10000    10000   10000    5000       0       0    60000

Cash flow   -5000   -10000   20000   -10000   20000   -10000   -5000   30000   10000   40000
Cash in
bank        -5000   -15000   5000     -5000   15000    5000       0    30000   40000   40000
                                  Revised Cashflow
Example Cashflow            Revised

Month                  1              2        3         4         5         6        7         8         9       10       16 Total
Income
                                           30,000                                 30,000                       30,000   10,000   100,000




Expenditure



Programmer
s                  5,000        5,000      5,000     5,000     5,000     5,000     5,000    5,000                                 40,000

Overheads                       5,000      5,000     5,000     5,000     5,000     5,000    5,000     5,000                       40,000
Total costs        5,000       10,000     10,000    10,000    10,000    10,000    10,000   10,000     5,000         -        -    80,000


 Cash flow         -5,000      -10,000    20,000    -10,000   -10,000   -10,000   20,000   -10,000    -5,000   30,000   10,000    20,000
 Cash in
bank               -5,000      -15,000     5,000     -5,000   -15,000   -25,000   -5,000   -15,000   -20,000   10,000   20,000    20,000
       Example Balance Sheet
Example Balance Sheet as at beginning of Month 9

FIXED ASSETS

Computers                                          10,000
Furniture                                           3,000

CURRENT ASSETS

Work-in-Progress                          10,000            retainer, not yet invoiced
Trade Debtors                             30,000            Amount invoiced, but not yet paid
Cash                                           0            Normally there would be some petty cash

LESS: CURRENT LIABILITIES
Trade creditors                            5,000
Bank Overdraft                            15,000

NET CURRENT ASSETS                                 20,000

REPESENTING

Proprietors Capital                                13,000 The proprietor paid for the computere etc
Plus: Accumluted Profit                            20,000
                     Tests
Liquidity Ratios             Profitability Ratios
Current Assets               Return On Investment
Acid tests
                             Gross Profit
                             Net Profit
                             Mark up




Investment Ratios        Efficiency Ratios
                         Stock turnover
P?E ratio
                         Asset turnover
Gearing
                         Debtor collection period
Earnings per share
                         Creditor payment period
                       Ratios
   Current ratio
     – Current Assets / Current Liabilities
        • Measures liquidity
        • < 1 indicates potential cash flow problems
   Acid test (Quick Health check)
     – (Current Assets-Stocks) / Current liabilities
         • Stocks may not be able to be sold quickly
         • Similar to Current Ratio, but shorter term
   Gearing
     – Net Borrowings / Shareholders’ Funds
        • Reliance on borrowings
        • Vulnerability to interest rate rises
   Return on Investment
     – Profit before Tax / Shareholders Funds
        • Efficiency - 40% for sustainable high growth
                  Budgeting

   Assumptions
    – “Pessimistic realism”
    – Tell the truth - know the worst
   Sensitivity analysis
   Comparison with actual
   Update!!
                                Product stages

                                Sales
      Cash
                                Revenue



                                                                        Time >

Total cash flow
                                           Total

                                                                Cumulative


                                             Expenditure


                  (Dog)                   Rising Star            Cash Cow        Dying


                  Development                       Marketing                    Maintenance
             Debt and Equity
   Debt
    – Loan
       • Credit card, Overdraft, Mortgage, Student Loan,
         Debenture, Bond etc
       • Interest rates, term, conditions, collateral
       • Repay the same amount regardless performance
   Equity
    – Share of the company
    – Return depends on the performance of the company
       • Can be expensive money
       • Can be valueless if the company folds
       • Only valuable on an exit (sale, IPO etc)
             – Preference shares may have other conditions such as
               liquidation ratios attached

   Convertible Debentures
   Redeemable Preference Shares
      How much will I need?

   DO THE BUDGET
   Working assumption no income for 1st
    year
     – One man band, working from home     £100,000
     – 5 people, office etc                £1M
     – 20 people, small factory     £5M

     – Game, software package      $5M
     – New complex chip            $100M
Hard Times
 Michael Beckwith, Sequoia Capital




Early revenue
Low hanging fruit, Quick wins
Cash flow positive first, expansion later
               Sources of finance

   Family and friends      £50K
     – Banks
         • Security
   Angels                  £500K

   Venture Capitalists     £5M
     – VCA
     – VCB                  $25M
     – Mezzanine

   Stock Market floatation $250M
     – Acquisition
     – Exit


FAIRY GODMOTHERS ARE NOW EXTINCT!
                              Why stages?
            Risk/Reward profile differ
            Successive dilution
            Typically 30% dilution each stage
               – Investment = pre-money valuation/2
               – “Squeeze the Angels”

Round        Investment Pre-money Post-money Founders         FFF     Angel     VCA     VCB
                                              and staff options
FFF                  50        100        150            67%      33%
Angels              500       1000       1500            44%      22%       33%
VCA                5000      10000      15000            30%      15%       22%     33%
VCB               10000      20000      30000            20%      10%       15%     22%     33%
Total             15650
Exit             100000                                20000 10000 15000 22000 33000

All              15550       100                   0.64%
         UK Company types

   Sole Trader
   Partnership
   Private company
   Limited Private Company (Ltd)
   Public limited company (plc)
   Listed company
   Special cases (e.g. Trusts, Societies)
          Stocks and Shares
   Shares
    – Ordinary and preference
    – Voting and dividend rights
    – Critical amounts (for normal Table A companies)
       • 25+% Blocks “Substantive” resolutions
       • 50+% Day-to-day control
       • 75+% Total control
       • Other trigger points for public companies
    – Other rights and Coupons
    – Directors accountable to shareholders
    Buying and Selling Shares
   Illegal to advertise unless a member of an
    SRO (e.g Broker),
   Private company usually requires Board
    approval
     – Stamp Duty 0.5%
   Public company:
     – Primary market: Floatation
     – Shares traded on a public exchange
         • Listing: admitted to the Official List (UK: LSE)
     – Secondary market
         • Settlement
         • Illegal to use or divulge inside knowledge
     – Bull market: upward trend
     – Bear market: downward trend
   Capital Gains Tax
        Options and Futures

   Contracts to buy or sell at a fixed price at
    some future date
     – Typically 10%
     – Futures: Must complete as specified
     – Options: Completion optional
        • Option and future contracts can be traded
   Gambling - leave it to the professionals
     – Spread-betting www.igindex.com
   Markets are largely stochastic - no system
     – Frauds:
         • Ponzi
         • Boiler room
                         Fraud?
Cambs firm slated over share hike
BAD PRESS has hit Cambridgeshire varicose veins firm DioMed.
The company, which is listed on the U.S. Nasdaq exchange, has
   become a target for the New York Post.
The paper claims the company, originally a spin-out from
   Generics Group at Harston, is enjoying an unwarranted hike
   in its share price following the efforts of a stock promoter who
   has a large holding stashed away in the Cayman Islands.
"DioMed is exactly the sort of stock that should send any normal
   person fleeing the room at the mere mention of its name:
   suspect auditor (Andersen in the U.S.), offshore accounts,
   weird product, teeny-weeny revenues, board members with
   back stories -- this stock's got it all, the complete package," the
   New York Post says.
DioMed's share price has risen more than 200 per cent to $7 this
   year, the greatest gain of any listed stock on Wall Street in this
   period.

CEN 27th Mar 2002
       How much is it worth?
   Market value
     – What someone will pay
   Utility value
     – Customers, lock in, staff, technology
     – Cost to reproduce
   Asset Value
     – Often small for startups
         • Not what it cost
     – IPR
   NPV
     – Net present value of future profit
     – EBITDA
   DCF
     – Discounted cash flow – maybe easier to estimate
   Statistical models
     – Black – Scholes

				
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